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Devora Zack

Managing for People Who Hate Managing

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One Size Does Not Fit All!

Professional success, more often than not, means becoming a manager. Yet nobody prepared you for having to deal with messy tidbits like emotions, conflicts, and personalities—all while achieving ever-greater goals and meeting ever-looming deadlines. Not exactly what you had in mind, is it?

Don’t panic. Devora Zack has the tools to help you succeed and even thrive as a manager. Drawing on the Myers-Briggs Type Indicator, Zack introduces two primary management styles—thinkers and feelers—and guides you in developing a management style that fits who you really are.

She takes you through a host of potentially difficult situations, showing how this new way of understanding yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Her enlightening examples, helpful exercises, and lifesaving tips make this book the new go-to guide for all those managers looking to love their jobs again.
Denne bog er ikke tilgængelig i øjeblikket
233 trykte sider
Oprindeligt udgivet
2012
Udgivelsesår
2012
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Citater

  • Yulya Kudinahar citeretfor 7 måneder siden
    Here’s a joke I heard years ago; it stuck. Two construction workers are sitting on a high beam way up in a building site, preparing for their lunch break. One opens his lunch box and says, “Tuna again! I hate tuna.” His buddy responds, “Why don’t you ask your wife to make you something else then?” To which the first worker grumbles, “I make my own lunches.”

    Are you him? Fix yourself up a management sandwich that fits you. Why suffer needlessly?
  • Yulya Kudinahar citeretfor 7 måneder siden
    This now-established principle links back to the Hawthorne effect. The Hawthorne study demonstrated—in an entirely different arena—merely paying attention, giving people (or atoms) your attention, has an impact on their behavior.
  • Yulya Kudinahar citeretfor 7 måneder siden
    This now-established principle links back to the Hawthorne effect. The Hawthorne study demonstrated—in an entirely different arena—merely paying attention, giving people (or atoms) your attention, has an impact on their behavior.
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